Content
In today’s article we want to share with you the main reasons for the vast majority of problems in digitalization and digital transformation projects.
And at the very beginning we will tell you the main idea.
The main reasons for failure or problems in up to 84% of all initiatives are insufficient preparation, illusions of “simplicity” and an emphasis on technology rather than on the company’s culture: its people and processes.
According to various estimates, from 70 to 84% of projects for the implementation of digital technologies, digitalization and digital transformation are either unsuccessful or problematic: deadlines are missed, budgets are exceeded, success criteria are not achieved, effects are achieved only within 1-2 business processes or divisions, lead to increased staff turnover.
We will not dive into the common causes of problems of all projects.
But we will try to figure out projects on our topic. It will go down to the level of specific problems and reasons, what needs to be done in order to achieve a systemic effect through local actions.
And, as often happens, almost all problems are the result of a small list of typical causes. We, based on our experience and communication with many partners, tried to structure these reasons for you and prepare recommendations for you on what to do.
How do you think. Do top executives in companies understand what digitalization and digital transformation are? What is the difference between them? What's the point? What's the end goal? What is the scale of the “trouble”?
I will answer that in 70-80% of cases, and maybe more often, no. For them it is a black box.
And what does this lead to?
First: incorrect goal setting, distorted expectations
Proper digital transformation is long and expensive. In a very good case, 2-3 years. And the first results should be expected no earlier than 9 months or even a year. And global companies understand this and fund them as research laboratories. They invest in it without guarantees. Everyone is ready for what may not happen. But if it works out, it will pay off all the investments.
In our country, for example, most entrepreneurs and managers want to see tangible results and complete the transformation within 6 months and with guarantees and understanding of who to fire in case of failure.
Another factor is that everyone expects a wizard to come and digitize everything for them and bring all the happiness for free. And most importantly, they don’t have to delve into projects, formulate requests, etc.
Also, a typical mistake is focusing on technologies and “direct” effects within one business process - we saved 30 million rubles, reduced the time for paperwork by 50%, laid off 15 people. This is certainly important, but in digitalization and especially digital transformation it is important to look at the scale of the entire business : use end-to-end analytics, establish cross-functional performance indicators, eliminate losses in business processes and remove system limitations
For example, the introduction of additional indicators to evaluate a production unit based on data from the HR IT system, changing the rhythm of the production cycle, the dynamics of changes in production profitability and productivity in million rubles of net profit per employee, etc., creating a new product or creating a new business models.
Digital and digital transformation are not only and not so much about technology, but about changing approaches to work, thinking, and culture.
And it is important to understand that digital is only a tool; it will not automatically take you to a new level. Everyone will have to change, including the general director and owners.
At the same time, there is another fact. When focusing on technology, companies neglect the IT infrastructure: computers and laptops, office equipment, server hardware, software. In any case, the implementation of IT solutions increases the load on the equipment, and this leads to slower operation of computers and servers. Also, the increased load on outdated equipment leads to its failure. And outdated software creates information security risks, and requires additional resources for its maintenance, limits the possibilities of integration and work with data.
Second: an incorrectly formed team
RANEPA has prepared a good report on recommendations for the competencies of participants in digital transformation. And to carry out the transformation, it is necessary to fulfill the required roles:
CDTO (ChiefDigitalTransformationOfficer, head of digital transformation). The key role in the digital transformation team belongs to its leader and chief ideologist, who chooses the goals and direction of movement, agrees on the budget and manages the implementation of the transformation, coordinating all projects with departments, interacting with external parties, inspiring his team.
Chief Architect (CA). Responsible for the practical implementation of transformation in the form of joining all “layers” of the company’s architecture (business processes, software applications, data storage, exchange interfaces, etc.). Provides system variability to build a digitalization platform. It is undesirable for one person to combine the roles of chief architect and project manager, since their functions and responsibilities within the project are very different.
CDO (ChiefDataOfficer, Head of Data Operations) Responsible for the timely provision of the necessary data and analytics, coordinates their collection, storage and processing, and forms a data processing unit. In the public sector, the CDO is also responsible for the integration and consolidation of data from different bodies and departments.
CTO (ChiefTransformationOfficer, head of digital design and processes) Responsible for implementing a process approach and designing new digital services, studying the processes, needs and “clients” of government agencies in organizing interdepartmental interactions.
In addition, it is recommended to introduce roles such as:
lawyer (monitors changes, innovations and nuances of legislation, primarily in the field of intellectual law and data rights);
specialist in interaction with external organizations (establishes contacts with owners of data used in the project);
information security specialist (responsible for protecting data, which inevitably attracts increased interest immediately after informing the external environment).
This is not necessarily about people, these are ROLES that need to be provided for.
Third: ineffective use of “expensive” technologies.
The result is disappointment and losses, premature abandonment of development.
Tell me, what is your IT director responsible for? What are the key performance indicators for him and his people? What are the dominant competencies for which you recruit them? And most importantly, what is the opinion within the company about the IT department as a whole? How do people respond and what do they say among themselves?
As practice shows, delegating the issue of digital transformation to classical IT specialists often brings a number of problems.
But why?
Classic IT makes reliable systems. For CIOs, the stability of IT systems, compliance with budgets, processes, regulations, risk reduction and cost optimization are important. They do not have the task of thinking about increasing the profitability of the business, focusing on the client, including internal ones, or communicating with them.
In contrast, for the CDTO manager, it is important to optimize business processes in general and increase the efficiency of the entire business, including in the interests of the client, search for new opportunities to increase profitability, work with data, not hardware, maintaining flexibility and taking risks.
These are fundamentally different people from a psychological point of view. And the higher the level of professional competencies of the classic IT guys, the worse the situation is, as a rule, with competencies for digitalization and digital transformation.
If you try to compare in business language, then CIO is the director of operations , and CDTO is the director of development .
For CDTO, the key competencies are:
Focus on results
Communication skills
Emotional intellect
Digital development management
Organizational Development Management
Criticality
At the same time, the development of IT infrastructure, the use of digital technologies, database management, etc. there should be, but these are not fundamental competencies.
We like the description of psychological qualities in Adizes' theory. And according to it, for CIO the A (administration) and P (production) functions are important, that is, “what is needed” and “how to be done,” and for CDTO – E (entrepreneurship) and I (communication), that is, to understand for whom needed, by whom, and when needed.
There are 2 ways to solve the problem:
1. Allocate the function of digital transformation to a separate manager who will coordinate and promote. Who will have his own team
2.Teach and develop your CIO, instill a new culture - customer-centric, business expansion-oriented, data-driven management
The issues of availability of described processes and data inventory, ensuring their quality in digitalization and automation are cornerstone.
Without the processes described, you will quickly face the problem of understanding what exactly needs to be automated and digitalized. While digitalization can still forgive this, automation cannot.
Without quality data and an understanding of what data is available and where, you will quickly run into the complexity of integration between IT systems and the inability to build analytics and monitoring. For example, as soon as you decide to create a dashboard, you will be faced with the question of where you will get the data. And manually collecting Excel files in order to then prepare analytics is an undertaking. The price of such analytics is slightly less than zero.
And without understanding the processes, it will be difficult for you to determine your KPIs that are based on them. Then it will be difficult to design the dashboards themselves. Well, the key thing is how you will rebuild processes (and this is the key task of digitalization) if you do not understand what exactly needs to be reconstructed.
Therefore, digitalization is impossible without specialists in processes and data quality, or CDO (head of data management) - one of the key participants in the digitalization team.
How many companies understand the role of processes and data?
Most companies ignore these issues in the early stages. We discussed the issue of working with processes in this article . The consequence of this is simple - automation and digitalization projects cannot even start. And if they start, they are delayed 3-4 times from the plan. And the budget is also exceeded - several times. We have seen this in practice many times. One more fact needs to be noted here. An essential task of any project is to identify stakeholders. How can you select them if there are no processes?
If we touch on the issue of working with data, here we see the following:
do not develop policies and rules for data collection
staff are not trained on why and how to work with data
do not conduct an inventory of data and their sources
do not model scenarios for using existing data
no canonical data model
Quality criteria have not been established and no work is being done to check data for compliance with the criteria.
Consequence:
It is impossible to use end-to-end analytics between different business processes and departments. And if, perhaps, then “crutches” and manual labor of expensive specialists are needed. That is, the cost of each decision made increases;
it is impossible to create high-quality and frequently updated indicators, which leads to late, low-quality, and again expensive decisions;
the need to invest significant resources in modernizing and redesigning projects;
it is impossible to integrate various IT systems;
it is impossible to develop solutions based on artificial intelligence;
There is duplication of data between IT systems and the load on the IT infrastructure is growing.
The result is a slowdown on the path of digital transformation, that is, loss of potential profits. The approach to data management (CDO) 3.0 and 4.0 is beginning to spread around the world; in Russia, 1.0 and 2.0 are relevant.
Levels of data operations (CDO)
CDO 1.0 – creation of a unified corporate data model.
Key roles: data architect, data quality team.
Key tasks: developing policies for working with data, rules for collecting and controlling data quality, identifying owners and consumers of data, creating a data warehouse.
CDO 2.0 – using business analytics for management and decision making
Key roles: business analytics group and methods for calculating business indicators / metrics.
Key tasks: to develop common metrics and understanding of these metrics across different business units, rules for preparing management reporting and analytics, and create a culture of data-based decision making.
CDO 3.0 – research and hypotheses based on data to find new sources of profit and product development.
Key roles: data scientists and analysts.
Key tasks: learn to formulate hypotheses, analyze and visualize data, implement data processing tools.
CDO 4.0 – creation of new products and services based on data, company strategy based on data.
Key roles: strategy development team.
Key tasks: integrate data analysis and product management, search for new relationships.
Levels 1.0 and 2.0 allow you to implement a protection strategy - increase the speed of response to changes, implement a proactive approach, minimize the risk of errors, improve the quality of decisions made
Levels 3.0 and 4.0 – attack strategy - creating new products, new business models, monetizing experience, etc.
The value of the defense model is to reduce risks, the value of the attack model is that you increase revenue and your business grows, sales grow, conversions grow, and all customers are happy.
But in order for the process to scale, basic conditions must be provided. If the defense strategy is not implemented, there is no point in switching to an attack strategy. Ammo - you don't have enough quality data. Someone needs to serve them. You won’t have a map of the area, and you’ll simply get lost and waste your resources. So think about implementing CDO 1.0 and 2.0 well, don't jump straight into CDO 3.0.
The massive desire to immediately jump into CDO 3.0 is understandable. It’s a crazy feeling that you need to earn money and not sit still, but without a base this is impossible. Any step will create new risks. These risks will grow like a snowball. And at some point you will have to simply redo everything that you have done in order to reach a new level of development.
Let's give a practical example.
Let's say you hired a brilliant developer and decided to develop your own IT system. The developer made a cool solution and you started collecting information. But six months later, you will touch upon the issue of making decisions based on data from the system, but you will not be able to do this. It turns out that the data is “dirty” and duplicated, and it is impossible to make decisions based on it. As a result, you will either have to delete everything and start collecting again, or look for someone who will manually put everything in order.
The second problem will be that as soon as you want to integrate between systems, you simply will not understand where and what data to take, in what form. Or it turns out that there is not enough data to achieve the project’s goals. As a result, the project will take a long time to start and there will be delays and cost delays during implementation.
Similar problems will arise if you do not deal with business processes.
As a result, your developer will burn out and quit, and you will be left with a “black” box, an IT system that doesn’t work, and you won’t be able to change anything.
Solution:
1. Digitize your core business processes and conduct a data inventory.
2. Determine what data sources are in the processes, what is missing, what data is generated as a result of the execution of processes. Think about what metrics you can use now and what processes are a priority for digitalization and automation.
3. Model scenarios, where and what data you can use, determine metrics. Conduct brainstorming round tables. How, for example, can HR data be used to further evaluate the performance of the operations department?
4. Based on meetings, develop a data model and stakeholders
5. Define the quality criteria that the data must meet
6. Determine how you will store the data? What do you need, a data warehouse or a data lake?
7. Start implementing an MDM system and train your employees to work with data. They collect and enter primary data and reference data; a lot depends on them. Foster a data culture.
8. Actively use visualization before collecting data into templates. This will help you avoid 70-80% of the mistakes that employees make when filling out your templates. You will save a lot of time and money.
For example, visualize the company's structures using typical divisions as an example. What data will go to what level of the directory.
8. Regularly monitor data quality, meet and discuss problems that have arisen, reasons, and necessary changes.
And decide on the question: Will you make decisions based on data, or taking into account the data? Are you Data Driven or Data Informed?
Data-driven approach Data-driven management. First they get the numbers, and then they make decisions based on them. The team selects metrics and calculates the indicators. The numbers they receive are the first thing they will look at when deciding where to go next.
Data-informed approach Data-informed management. Metrics only partially influence decisions made. Indicators are important, but not the main thing. You can focus on them in one case and not take them into account in another.
Data-inspired - analysis of the market and trends, search for non-obvious connections in disparate data serves to make strategic decisions and search for new opportunities.
An article about strategies for working with data is available here .
We also share the link for an article on assessing the level of maturity of a company in working with data.
Do you think current and previous generations of IT systems are convenient for users and administrators? Are they intuitive? Are you forced to do unnecessary actions and movements? Are they easy to integrate with each other?
We are still in a period when industrial IT systems are designed not with a focus on the convenience of the user, both external and administrator, but with a focus on technical specifications and functional characteristics.
My partners and I worked, including as administrators, not with 1, not with 2 or with 3 IT systems of completely different directions. This included asset management, knowledge assessment, and industrial safety systems. I don't even remember everyone. At the same time, almost none of the developers optimize their products through the principles of lean manufacturing or try to make the product as convenient and simple as possible.
We complement this with a “zoo” of systems, the integration of which into a single information environment is not initially planned by anyone.
As a result we get:
functional, but requiring a long time to master the system. Thus, we limit our options when hiring new personnel, which means we have to pay them more or spend more time on training and onboarding. Which still does not guarantee that such employees will generate more added value
high level of losses and costs when working in the system and their maintenance
For example, in our experience there is a case where making 2 small changes in the interface and work mechanics for the administrator allowed us to reduce labor costs by 50-60%.
It was only necessary to complete a typical task, analyze it and identify losses. At the same time, when you implement and see all these disadvantages, structure and formulate your wishes, the contract with the integrator will be closed, and all improvements will be for a fee. Or initially, they give you a “box”, determine the number of “free” man-hours for revision, everything else is at your expense.
Very few integrators and developers strive to collect feedback and make a better product, expanding the pool of customers. For many, these improvements are a source of profit.
high costs of data processing work. We talked about this earlier.
staff resistance. Not only is this an additional burden for them to study, but it also complicates their work: it is often inconvenient, there are a lot of unnecessary steps, duplication of processes digitally and on paper.
Solution:
1. Play free services whenever possible. You will learn to understand what you need, understand how to write technical specifications and what requirements to include. A competent technical specification is 50% success
2. Train your administrators and the active 10% of pioneers in the basics of lean manufacturing. What are losses, what are they, what do they affect? You will be able to immediately catch all the shortcomings and forward them to the “implementers”.
3. Regularly collect feedback from users and administrators about the CONVENIENCE of the system, where it can be improved and refined. And preferably not only through surveys, but also through gathering informal connections.
4. Increase the company’s competencies in working with data and keep the final goal in focus – the creation of a unified information space. This means that the technical specification includes the possibility of integration with existing systems or data storage.
5. Send your employees to conferences. Learn from other people's experiences, explore new products. There is an opinion that you need to completely update your software every 5 years
Many companies have regulations and standards for project management, and project offices are created.
But do you think how many local managers understand what projects, products, and change management are?
Ask them:
What is PMBoK and what is Agile? What is a sprint? Why and why does it last 1-4 weeks?
What 5 stages/processes does the entire project and each stage consist of?
When is a waterfall approach better and when is an agile approach better?
What is the PDCA cycle?
How is a project different from a product?
What is the end goal of their particular project?
What types of resistance might staff have? How to work with them?
What percentage of employees will be happy to accept changes, who can you rely on? How long will they be in the opposition until the last moment?
Many of you already understand what picture they will see.
This is one of the factors why many projects encounter problems: managers do not know how to organize work within the project, how to overcome staff resistance, why create an unfinished product and test it on people, why follow the “plan-do-check-correct” cycle.
As a result, we encounter chaos, problems with communication, lack of a common understanding of the final goal, and sometimes sabotage.
To increase your chances of success, it is not necessary, even harmful, for you to train all employees and carry out certification and write regulations. It DOESN'T WORK and it's expensive.
You need to create training programs that are simple and accessible to the average employee and create a culture of working on changes, new products and projects. We need to virtualize skills and give people an understanding of the basic tools and their differences.
And to help, prepare not regulations, but memos. Where your employees can quickly dive in and refresh their knowledge.
We will be glad if our other articles help you with this. Use it.
Let's understand who ultimately works in the new systems, whose work we are subject to changes?
What level of digital skills do these people have?
I had a project where an asset management system was being implemented. But the operational staff did not know how to type on a PC.
And the first thing I had to do was teach them how to type. It takes 3 hours for a defect to be recorded with 30 typos.
Another example. The production foreman, by the way, was 27 years old, and did not know how to create a table in Excel.
What do you think is the most common request for technical support when implementing any IT system?
Some of you have already guessed - 80-90% of requests come from the category “forgot my password”, “I can’t register”.
This problem is somewhat similar to the problem of resistance to change for technical reasons. But it differs in that often people unknowingly slow down the whole process, not because they don’t want to, don’t know, but because they don’t know how.
Will a person be able to understand the logic and specific interface of the new system if he cannot make a simple summary table in Excel? Even if you have Internet access at hand
There is only one solution - training.
But those who are ready to study on their own, outside of work and at their own expense, are few. We are definitely not discovering America here.
New digital technologies require a new level of knowledge and competencies both from the people who will implement these technologies and from those who will use them.
And believe me, even among the younger generation there are not many people who can meet all the necessary requirements for working with new tools and in new realities.
Large-scale measures are required for training and retraining, building motivation, and overcoming resistance to innovation.
You can take the Digital Skills Assessment at this link .
First of all, the changes will affect the employees of transformed organizations. Not everyone will be ready for innovation; it depends on education, experience, and personal qualities. There will definitely be those who are sensitive to changes and technological innovations.
When implementing digital projects, a large number of users are affected, and their level of basic IT training varies greatly. Accumulated statistics have shown that “pulling up” basic PC skills significantly increases the likelihood of successful implementation of digital solutions in general.
Testing of approximately 2,500 users affected by changes in one project showed the desirability of computer skills training for 850 of them. The training was conducted over a 32-hour program and became one of the factors for overall success in implementing a comprehensive transformation.
Virtualization of digital skills in an increasingly disruptive environment is becoming a must.
Virtualization of competencies - when there is no longer a single person responsible, for example, for Microsoft Office within the company, but everyone knows how to use this tool.
If you want to build a competitive organization, then each of your employees must create added value.
Can an employee create added value if he cannot independently download data or create a pivot table to view information and make a decision? And sends this request to some single “guru”? How productively do you use the work of this guru?
Do you think that a single person in charge will be able to check all the loading templates sent from the fields?
The answer is no. Employees need to understand, for example, what is data? How to collect them, what is clean and normalized data.
This means that it is necessary to switch to a distributed management model.
A little about management models.
A centralized method, when you try to hire one person, put him at the center of all overall responsibility, and organize a center of competence around him. And it is this person who will determine how this function develops, how it is integrated within the company and what happens at this moment.
The second method is federated . It was invented by experts from the Economic Forum in Davos. A method in which you have not one leader, but several leaders. A good example in this regard is, for example, the Institute of Business Partnership.
Perhaps you know that there are such people as HR business partners. They are engaged in representing the interests of a particular function, for example, a corporate bank, or a corporate business, or a Digital business inside or outside the HR department. They manage the expectations of these stakeholders so that everyone inside the company feels happy that HR is doing a great job. Data, in principle, as a function, exists according to a similar pattern. The data function should also make people happy inside, give them a sense of why they are doing this.
And the federal model is essentially the creation of small federations that communicate with each other. Above them there is still a main “dad” who helps resolve conflicts and distribute resources. But the federations themselves develop the data function:
determine what they need;
what tools and approaches to use;
trying to agree among themselves on a common understanding around data;
define strategies on what to do and what not to do with the data.
Distributed model . Think about Excel or Microsoft Office in its entirety. When it came out, many believed that using and writing macros required a fairly high level of competence from an employee (this opinion still exists). That is, there must be a special person within the company who knows macros. You can turn to him for help, and he will write them. This is how a Microsoft Office competency center is organized within the company. But in fact, Microsoft Office is made so that everyone can use this function, everyone can work with the office, everyone can create their own sign or write their own macro.
What does this mean? This means the virtualization of competencies, when there is no longer a single person responsible for Microsoft Office within the company, and everyone knows how to use this tool. So, a distributed management model means that you do not hire one person who is responsible for data within the company. Instead, the function is virtualized and becomes a mandatory competency for every employee who comes into contact with and works with data. In return, you get a strong company that independently scales and develops.
So we come to the question of culture. If in your company everyone treats each other from the position of “they owe me”, if you are waiting for a digitalizer to come who will bring happiness and do everything for everyone, then we have bad news for you. In such a culture, even the most talented digital specialist will burn out in 3-4 months. And instead of a client-oriented specialist, he will become a typical IT guy who doesn’t want to see anyone. There will be no talk of any distributed digitalization model here.
Digitalization and digital transformation with minimal costs is only possible if departments, that is, business customers, are involved, interested in changes, and understand basic project management. And digitalizers help select technologies and suppliers, coordinate projects and choose business models, and accompany businesses as partners. This is where a new term came from – IT business partner. And in general, digitalization is about the ability to negotiate and work together. Otherwise, tools will be introduced, but even the highest quality ones will not be used and everything will be rejected after 3-6 months.
In general, to choose the right role model of behavior, you must initially determine the type of organizational culture of the company and individual departments. Below is a small sign with recommendations.
Determine the global goal of digital transformation - what it is, where we are going, what final goal all projects should pursue. In general, prepare a digitalization strategy based on the overall development strategy. And make this information available to everyone. A roadmap will help with this. Simple, generalized, but with major milestones and approximate deadlines so that everyone understands the ultimate goal of your transformation.
Form a team with key roles.
Develop customer centricity. Ask loyal customers how they see you going digital, in which services there is a need to reduce the process cycle to minutes and seconds through “digital”. And remember, clients are internal. Therefore, IT departments also need customer centricity.
Conduct an inventory and digitize business processes, structure the data that already exists and that will be generated after the implementation of technologies.
Develop training programs and reminders that are simple and understandable for the “average” employee.
Highlight 10% of active innovators. Build on them and teach them. First with simple programs, and then with digital technologies, project management, data management, lean manufacturing (types of losses), CRITICAL and systems thinking, systems limitation theory, working with personnel resistance. Create a punishment-free space in your teams: discuss mistakes not in terms of “who is to blame”, but in the paradigm of “what can we learn?” Send them to conferences and discussions - THEY WILL BECOME YOUR ASSET AND SOURCE OF CAPITALIZATION, WILL FIND BETTER SOLUTIONS AND BE AGENTS OF CHANGE
Increase the level of digital literacy of front-line employees and virtualize digital skills (provide training and demonstrate the use of digital tools).
Create a mechanism for collecting feedback from employees and administrators. A huge amount of knowledge and ideas live within the company. Management needs to learn how to collect it. Regularly review trends, “clean up the hype” and answer the question “what can we take from this?”
Have a dialogue, give feedback, start saying “thank you” when information about a large and serious problem is shared with you. The result will not be long in coming: soon you will be perfectly informed about the risks in the project.
Hold meetings and discussions on how to use new data. And link the DDG KPIs to the effectiveness of these meetings and the results obtained. Form cross-functional teams between departments and different levels of hierarchy under the control of a moderator. Encourage different perspectives and constructive discussion of complex topics from different perspectives, creativity and design thinking.
Track what digital transformation leaders are doing in your industry and the world.
Use free tools and services wherever possible. Create and encourage zones for digital experimentation and the use of new technologies, share success stories and positive emotions. Play around, develop competencies, get results, practical experience of interacting with modern digital services, which will solve the following problems:
the company will understand what requirements must be laid down for complex solutions and will approach a full transformation more consciously
effects will be obtained in the short term;
the enterprise team will increase its digital competencies, which will remove restrictions and resistance for technical reasons;
limitations of existing business processes and bottlenecks will be identified.
Move in small systematic steps, demonstrate successes and results. Project PR should not replace success, but complete silence is a mistake.
Use design methodologies and streamline digital processes to eliminate chaos and let people see the effects.
This will allow you to quickly increase efficiency and effectively reengineer processes.
These very specific decisions and measures allow you to change your organizational culture. And this is the main condition for the successful implementation of digital and transformation.
Digital transformation is a complex, complex task. There will never be people with all the competencies. In addition to knowing numbers, you need skills in project and product management, working with motivation and resistance, and process reengineering. Companies must change themselves from within and develop competencies from within. Hiring great IT staff, developing strategies, implementing technologies without changing the work culture is a waste of money.
The key to successful digitalization and digital transformation is the same as when implementing any projects and any operational activity - the ability to sit down and agree, hear each other, work with your staff. You have all the competencies within the company. Your task is to identify the necessary people, train them and give them authority, resources, and responsibility. Well, that's a bonus. Link where you can go to the article, which presents a small and simple algorithm based on:
Systems limitation theories
Lean manufacturing
Project and product management
Theories of motivation and change implementation.
Its goal is to help you start your digital journey and get quick results, develop primary competencies and then go further consciously.